Some serious questions have been asked at CE People lately, and after careful consideration the company has announced that it has appointed its first HR consultant to support its expansion.
After a successful first year, founders Claire Butcher and Emma Thompson saw the need for an additional member of the team as the HR specialist’s client base and service provision continued to grow.
In August, Soeli Hansen an experienced HR professional joined the team in a move that Claire and Emma believe will allow CE People to evolve organically, a positive change that will benefit the company and its clients, but one that is well thought out – as all recruitment decisions and onboarding should be.
Emma said: “We’re HR professionals but even for us, it is something we have had put a lot of work in to make sure we get it right. We’re delighted that Soeli has agreed to come on board, but like any other company, there were questions to answer before we decided to grow the team.
“A lot of our clients come to us for advice when they think they are ready to recruit, and this has been an interesting exercise for us because it is never something a business should rush into or take lightly.”
The recruitment process can feel daunting, so there are some key questions to ask, including who is the right person for this role, what exactly will they do, whether the business can afford another person, and whether they will they fit in with the team and the company culture?
Claire said: “We advise starting with what we refer to as ‘shaking the tree’. Look at all areas of the business in depth and decide what you need from a new employee – have you got the skills in-house, or could you develop existing talent? It’s a big step to take, particularly if you’re taking on your first employee, and it might be that you come to the conclusion that you don’t need anyone yet, and that’s fine. Recruiting for the sake of it is never recommended – only once you’ve shaken the tree and made a decision should you move to the recruitment market.”
Building a successful team
- Transparency – consider whether the role needs to be full or part-time, an apprentice or an independent contractor. Listen to your staff regarding what they think the role should bring to the business. The next step is benchmarking. Draw up a job description and a list of responsibilities, then use market data to set a realistic salary bracket, then balance that against your existing pay structure and rewards package. By outlining your expectations, you ensure everyone has an understanding of roles, pay grades and business culture.
- Documents – contracts provide a framework within which your business operates. If they are clear and comprehensive then everyone is clear about their duties, rights and expectations; it’s fair for the employees and protects your business interests.
- Finances – understanding the financial implications of recruiting is vital. Employment costs go beyond salary and taxes, pensions, insurance, holiday pay and sickness benefits have to be taken into account, along with any other employee benefits packages. If recruiting affects the financial stability of your business, you’re putting yourself at risk.
- Onboarding – a good onboarding process sets the tone for your new employee’s perception of your business. Choose a start day when the office is busy so they can meet as many colleagues as possible to gain an understanding of the new person’s role. An induction pack as a simple guide to your culture, systems and expectation can help, as there is always a lot to take in on the first day.
- Culture – a team that understands your business’s goals and culture will be more productive. Embedding a message that makes your core values clear contributes to should result in a happy motivated workforce that will work hard to help drive the success of your business.
- Communication – if feedback is encouraged and issues dealt with, employees will feel they are part of the process and that their opinions are valued, building trust between team members, and between employees and management.
“When you’re considering recruiting, look at your culture and be clear about your expectations,” said Emma. “Involve existing members of the team, especially if you are a small team as you don’t want them to worry that their roles might change or be undermined. They know the business, so listen to what areas they think need additional help – that might be different from how you, as the business owner see things.
“Bringing someone into the business isn’t just about compliance, contracts and paperwork, it’s also about the environment and culture and the way you make them feel, right from the start.”
One of the most important factors in recruiting is being sure that it’s the right thing for the business, and then being sure that the role, and the person you recruit to fill it, are going to be a good fit.
Claire added: “Richard Branson once said: ‘Finding the right people isn’t just about filling a gap it’s about creating a force that propels your business forward, the strength of your team reflects that strength of your future.’
“If your business is going through changes, that means your staffing needs will change and taking control of the recruitment process allows your business to adapt and helps futureproof your workforce so you continue to grow successfully.”
Find out more about CE People on 01604 805634, email enquiries@ce-people.co.uk or visit the CE People website
